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From YouTube: Affordable Housing Advisory Committee – June 1, 2023
Description
Regular meeting of the City of Asheville Affordable Housing Advisory Committee.
Access the agenda and other meeting materials at the City of Asheville website: https://www.ashevillenc.gov/department/city-clerk/boards-and-commissions/affordable-housing-advisory-committee/
Participate before and during the meeting on our public engagement hub: https://publicinput.com/G6244
A
The
function
of
this
committee
is
to
advise
the
city
about
affordable
housing
policy
issues
and
priorities
for
city
funding.
We
work
with
the
Housing
Community
Development
Committee
of
the
city
council
to
forward
our
recommendations
to
the
full
City
Council.
All
committee
members
and
staff
are
now
participating
in
public
in
person
can't
read.
We
are
streaming
live
over
our
virtual
engagement
Hub,
which
is
accessible
through
the
virtual
engagement
Hub
link
on
the
front
page
of
the
city
website,
and
also
linked
on
the
committee
page.
A
A
801
then
enter
the
code.
7663
public
comment
will
be
taken
at
the
end
of
this
meeting.
We
also
accept
comments
by
email
or
voicemail,
but
they
must
be
made
by
5
PM
the
day
before
the
meeting.
So
if
you
so,
if
you
do
that,
you're
out
Allah
we're
gonna
start
with
a
roll
call,
since
we
have
some
new
folks
in
attendance
here
today,
I'm
going
to
ask
the
committee
members
to
just
briefly
in
addition
to
their
when
I
call
your
name
just.
Let
me
know
that
you're.
A
Your
background
and
what
brings
you
to
this
spot
in
our
city
so
and
we'll
start
with
Scott.
B
C
I'm
Scott
Adams
I'm,
an
urban
planner
with
land
of
Sky,
Regional,
Council
and
just
interested
in
all
things.
Housing.
D
A
D
G
Paul
Heathman
I've
lived
in
Asheville
since
2001
when
I
moved
from
Waynesville
I'm
a
mortgage
loan
officer
at
home,
Trust
Bank
on
the
board
of
the
Home
Builders
Association
involved
in
the
realtors
association
and
just
interested
in
in
housing
for
Asheville.
A
B
K
A
I
see
Antoinette
Mosley,
our
Council
liaison
is
here
good
to
have
you
with
us
councilmember
Mosley,
so
we
do
have
a
quorum,
so
I
believe
we're
ready
to
get
started
and
gotta
got
a
full
meeting
for
today.
A
A
A
The
Luigi
policy,
our
Housing
Trust
Fund
policy
and
one
of
the
things
that
we've
talked
a
lot
about
in
this
committee
is
how
we
can
better
align
local
incentives
with
the
federal
resources
around
affordable
housing
that
flow
into
this
community
in
terms
of
tenant-based
rental
assistance.
So,
as
we
learn
more
about
how
best
to
align
our
local
incentives
with
our
federal
incentives
to
make
those
recommendations,
I
seemed
like
a
great
time
for
us
to
hear
from
the
Buncombe
County
rental
assistance.
A
Collaborative
and
k-pet
is
here
from
Thrive
Asheville
to
share
a
little
bit
with
us
about
that
so
Kate.
If
you
want
to
come
on
up
we'll
we'll
hear
your
presentation
did,
I
miss
something.
A
Oh,
oh,
yes,
I'm.
Sorry
sit
back
down.
Y'all
rookie
mistake!
Sorry
about
that!
Sorry,
I'll.
Take
a
motion
to
approve
the
the
minutes
from
our
May
meeting.
A
All
right
any
discussion,
all
in
favor
all
right,
any
opposed
all
right,
so
motion
carries
and
then
we
have
an
introduction
to
make
as
well
I'm.
So
sorry,
perfect,.
L
M
Thank
you
and
good
morning
again
my
name
is
Dennis
Newburn
and
thank
you
for
sharing
the
information
about
all
of
yourselves.
I
appreciated,
hearing
I'm
going
to
be
looking
for
a
house
soon,
so
maybe
I'll
get
in
touch
with
you,
okay
and
sorry
for
preempting
you
as
well.
Okay,
I
am
a
long
time.
M
Community
Development
practitioner
and
my
journey
has
taken
me
to
all
parts
of
the
United
States
in
both
Rivers,
well
Urban,
as
well
as
Rural
America
to
work
on
affordable
housing,
as
well
as
other
Community
Development
needs
and
part
of
my
research
for
making
for
applying
for
the
job.
Here.
I
took
a
look
at
several
of
the
videos
past
videos
of
this
committee
and
I'm
very,
very
impressed
that
I
was
very
impressed
with
the
depth
and
breadth
of
understanding
of
affordable
housing,
as
well
as
the
passion
and
the
desire
to
make
it
happen
in
this
community.
M
So
now
being
a
part
of
it
having
the
opportunity
to
share
and
to
learn
both
ways.
I'm
hopeful
and
I'm
excited
about
the
possibilities
that
exist
to
do
more
and
better
because
it's
most
definitely
needed
across
the
United
States
and
here
in
Asheville
as
well.
So
thank
you
I'm
available
I
have
questions
comments.
You're
welcome
to
stop.
By
give
me
a
call,
thank
you.
Welcome
Dennis.
N
N
This
initiative
appreciate
city,
council
and
City
staff
for
all
they've
done
to
really
be
a
part
of
this
conversation
about
how
we
can
increase
acceptance
of
federal
rental
assistance
and
I
also
want
to
Echo
what
our
new
community
development
manager
just
said,
which
is
that
I
appreciate
this
committee
and
all
the
volunteer
time
that
so
many
of
you
bring
to
this
effort
to
create
effective
housing
policy
for
our
community.
So
thank
you
for
that.
N
I'm
joined
today
by
Garrett
razick,
thrives
program
director
and
francina
Edmonds,
who
is
thrives,
landlord
Navigator
and
works
with
the
Buncombe
rental
assistance
collaborative
so
you'll
get
to
hear
from
both
of
them
in
just
a
minute,
I'm
going
to
try
and
complete
this
presentation
with
them
in
about
20
minutes,
and
then
we
look
forward
to
engaging
with
y'all
in
some
q
a
so
next
slide.
Just
stem
some
quick
background
on
Thrive
Asheville.
N
That
thrive
is
focused
on
issues
that
are
related
to
growth
and
change
and
that,
through
the
implementation
of
new
and
more
collaborative
approaches,
have
the
potential
to
close
Equity
gaps.
So,
as
this
slide
shows,
our
approach
is
to
organize
the
meaningful
work
of
many
non-profits
and
initiatives
to
successfully
align
our
outcomes
and
scale
up
impact.
N
But
we
do
see
that,
with
you
know,
like
the
arrows
going
in
lots
of
different
directions.
Sometimes
the
many
folks
in
this
space
can
end
up
competing
for
scarce
resources
and
that
the
lack
of
coordination
can
result
in
competition
for
resources,
disorganization,
poor
communication
and
sometimes
prevents
us
from
being
able
to
effectively
achieve
the
the
real
scale
that
we
need
to
achieve
to
really
address
the
affordable
housing
crisis.
N
And,
as
you
are
aware,
the
scarcity
of
housing
dollars
you
can
go
to.
The
next
slide
makes
the
issue
of
voucher
acceptance,
especially
important.
We
can
leverage
as
a
community
much
more
than
one
million
dollars
per
year
in
federal
funding.
If
we
can
capture
more
of
this
Federal
rental
assistance,
but
as
this
slide
shows,
we
can
also
close
Equity
gaps.
N
So
this
slide
is
thanks
to
data
that
we
have
been
working
with
the
Asheville
Housing
Authority
staff,
who
are
tremendous
and
great
Partners
in
this
work,
have
helped
us
start
to
tease
out
who
are
the
people
who
currently
are
holding
vouchers,
who
could
find
housing
if
they
could
find
landlords
who
would
accept
their
vouchers
and
who
currently
cannot
find
those
places
to
live,
and
so
you
can
see
that
this.
This
lack
of
federal
assistance,
disproportionately
impacts
women,
bipoc
folks
and
children.
N
However,
the
challenge
of
ensuring
greater
voucher
acceptance
does
not
begin
actually
with
landlords,
as
this
slide
shows,
there's
really
a
lot
of
obstacles
for
potential
voucher
holders
throughout
the
process.
What
we're
learning
is
that
many
people
who
may
be
eligible
for
vouchers,
even
those
living
in
public
housing
developments,
sometimes
are
not
aware
of
their
eligibility
or
the
process
to
accepting
vouchers
or
to
accessing
vouchers.
N
N
First
vouchers
are
less
profitable
when
they
do
not
keep
Pace
with
market
rate.
Our
local
Housing
Authority
has
done
a
fantastic
job,
trying
to
ensure
that
our
voucher
rates
continue
to
as
much
as
they
can
keep
Pace
with
our
market
rate.
But
we
all
know
that
our
Market
is
so
difficult
in
this
community
that
it's
really
impossible
for
vouchers
to
be
able
to
match
that
voucher
rate
or
the
market
rate.
N
N
As
one
property
owner
told
me,
he
said,
I
can
advertise
on
Zillow
tomorrow
and
have
a
great
tenant,
and
it
can
take
me
a
month
to
work
through
the
process
of
accepting
vouchers.
Time
is
money,
so
finally,
landlords
also
told
us
that
the
other
sort
of
hesitation
they
have
is
due
to
both
some
true
stories
and
also
widespread
stigma
about
who
voucher
holders
are,
there's
a
real
fear
about
potential
damage
to
assets
and
property
next
slide.
N
So,
in
2020,
with
the
financial
support
of
the
city,
Thrive
launched
the
landlord
tenant
partnership
to
assist
families
living
in
public
housing
communities
who
wanted
to
move
to
housing
in
new
neighborhoods
that
better
met
their
needs.
So
this
program
was
meant
to
serve
families
who
had
children
under
the
age
of
16
who
were
living
in
public
housing
communities
who
were
eligible
for
vouchers
and
who
wanted
to
move
into
housing
in
the
private
Market.
N
We
designed
the
program
to
address
the
concerns
of
landlords
by
directly
providing
three
things.
We
offered
a
financial
bonus
for
signing
on
to
the
program
to
increase
profitability.
We
worked
closely
with
landlords
to
assist
them
in
navigating
the
system
to
speed
up
the
process
and
we
offer
damage
mitigation
funds.
N
Thanks
to
the
city.
Again,
we
were
awarded
a
hundred
thousand
dollars
for
this
initiative.
We
still
have
twenty
thousand
dollars
remaining.
That's
because
very
little
of
the
damage
mitigation
funds
were
actually
used,
so
in
total
we
spent
about
eighty
thousand
dollars
and
we
have
20
families
who
are
still
housed
who
have
had
no
complaints.
Their
lease
renewals
are
secured
so
for
a
city
investment
of
about
four
thousand
dollars
per
successful
family.
We
have
families
living
in
high
opportunity,
neighborhoods
and
we've
captured,
affordable
housing
stock
because
all
of
those
properties
had
never
before
accepted
vouchers.
N
N
Additionally,
there
were
25
units
made
available
in
public
housing
as
a
result,
so
25
families
who
were
on
the
waiting
list
to
move
into
public
housing
were
able
to
take
those
spots
also,
this
leveraged
about
576
thousand
dollars
in
federal
funding.
So
that's
about
one
dollar
of
local
funds
for
every
seven
dollars
and
twenty
cents
of
federal
funds.
N
I
feel
good
about
these
results,
except
for
I
worry
about
those
five
families
who
aren't
successful.
Eighty
percent
means
five
families
we're
not
able
to
succeed
in
new
neighborhoods
and
in
new
housing,
and
because
these
are
already
vulnerable
families
and
children.
I
am
me,
and
our
colleagues
and
our
folks
at
the
Asheville
Housing
Authority
thought.
What
does
that
mean?
And
what
do
we
need
to
do
to
really
improve
the
success
for
families
and
ensure
that
this
program
better
meets
all
of
our
goals?
N
Next
slide,
we
surveyed
all
of
the
tenants
who
participated
in
our
program
and
what
we
learned
is
that
tenant
education
is
really
critical
and
a
real
Gap
in
this
community
tenant
surveys
reflect
a
comprehensive
need
for
navigating
the
entire
process
from
attaining
a
voucher
to
searching
for
a
property
to
moving
into
the
property
and
then
most
critically,
to
actually
succeeding
in
that
new
Neighborhood.
Housing
stability
is
a
long-term
process
and
that's
really
the
goal.
N
N
N
So
as
we
thought
about
the
landlord
tenant
partnership
as
one
approach
to
increasing
voucher
acceptance,
we
learned
that
there's
these
other
partner
agencies,
who
are
also
doing
this,
really
meaningful
work
of
trying
to
place
vulnerable
populations
in
our
community
by
leveraging
federal
rental
assistance,
and
we
reflected
that
there's
really
an
unlevel
playing
field.
Some
organizations
have
lots
of
incentives
that
they
can
offer
landlords.
Other
organizations
do
not
have
the
same
level
of
resources,
and
some
agencies
have
lots
of
case
management.
Support
and
other
agencies
do
not
have
as
much
so.
O
Hello
y'all,
it's
a
pleasure
to
see
you
in
person
I
literally
tune
in
every
month
and
I
work
closely
with
some
of
y'all.
It's
a
pleasure
to
be
here
with
and
share
this
space.
Thank
you
we're
good
to
go,
and
so
Kate's
talked
a
lot
about
this
environment
of
competition
and
how
this
is
not
an
environment
that
local
organizations
created
themselves
or
wanted
to
be
in.
O
Rather,
it
was
one
in
which
I
was
formed
for
them
due
to
the
housing
market
that
we
faced,
and
also
due
to
this
funding
Cycles
the
way
in
which
funding
is
offered,
and
so
they
often
found
themselves
on
this
left
side
of
the
spectrum
that
you're
seeing
here
of
competition
or
maybe
you're
just
coexistence
or
sometimes
cooperation
through
different
working
groups.
But
we
want
to
move
along
the
Spectrum
to
increasingly
move
towards
coronation
and
collaboration
through
shared
goals,
shared
measures
and
shared
learning.
O
So
this
Vision
was
then
born.
All
the
partners
here
and
the
partners
are
Homeward
Bound,
wind
cap,
Thrive,
Asheville
helpmate,
the
VA
through
their
hudfatch
program
and
the
Housing
Authority.
We
created
this
Vision
that
a
high
functioning
ecosystem
exists
in
Buncombe,
County
or
federal
rental
assistance
is
utilized,
effectively,
becomes
widely
accepted
and
moves
tenants
to
long-term
housing
stability.
O
O
And
so
these
are
the
stakeholders,
so
you
see
here
is
and
I'm
gonna
be
a
little
more
since
I
tuned
in
over
the
phone
every
now
and
then
I'm
gonna
really
explain
things,
sometimes
what
we're
looking
at
for
those
listening.
We
have
some
funders
that
we
see
here
are
funding
these
efforts.
O
Thrive
Asheville
is
the
facilitator
of
this
work
and
you
see
the
performers
above
again
each
servant,
different
populations,
the
Housing
Authority
surrendering
those
moving
to
the
private
rental
market.
Help
me
survivors
of
domestic
violence
and
we're
bound.
Those
are
on
house
we're
at
below
30
Ami,
hudvash
veterans,
Thrive
ltp
families
with
children
who
are
moving
to
the
private
rental
market
and
when
cap-
and
you
know
compromised
committee
members.
O
And
this
is
what
that
facility
facilitator.
Team
looks
like
over
at
Thrive,
and
so
it's
important
to
point
out
that
thrive
has
its
landlord-tenant
partnership
program,
that
Kate
explained
and
so
francina
who's.
The
landlord,
Navigator
and
Crystal,
who
is
a
tenant
Navigator,
are
both
responsible
for
administering
the
Thrive
landlord-tenant
partnership
program
with
those
families,
but
they
are
also
responsible
for
supporting
all
the
other
organizations
on
the
tenant
and
landlord
side.
O
And
this
is
really
two
lanes:
they
find
themselves
in
so
up
the
top
there.
You
see
francina,
who
you're
going
to
hear
from
in
a
moment
really
working
to
recruit
landlords,
conduct,
property
assessments,
educate
landlords
or
what
does
it
actually
mean
to
contribute
and
do
your
part
to
create
a
stable
housing
environment
for
tenants
on
the
tenant
side
really
understanding
tenant
need?
Where
do
they
need
to
be
located,
how
to
get
a
tenant
ready
for
a
successful
housing
experience?
O
And
so
what
do
our
goals?
Look
like,
then,
for
the
Buncombe
rental
assistance
collaborative
our
ultimate
goal
is
to
move
150,
vulnerable
families
and
individuals,
so
150
households
into
safe
housing
in
the
two
years
of
this
grant
we're
about
six
months
in
from
the
official
launch
of
it.
26
households
have
been
placed
thus
far,
so
we're
looking
about
16
plus
months
to
go.
O
But
it's
not
as
simple
as
Kate
said,
as
just
placing
it
would
be
disservice
to
just
quickly
try
to
get
to
that
number
and
place
households.
Instead,
what
we're
looking
to
do
is
actually
build
the
infrastructure
to
support
this
work
going
forward
and
what-
and
that
means
having
some
really
tough
conversations
and
I
want
to
just
like
shout
out
all
of
the
boncar
rental
assistance
collaborative
Partners
who
have
come
to
the
table
and
had
those
tough
conversations
to
do
things
like
how
do
we
actually
align
on
the
incentives
that
we're
offering
to
landlords
to
participate?
O
Kate
mentioned
this.
This
issue
of
landlords
need
to
maybe
hold
a
property
when
otherwise
they
could
go
to
the
private
rental
market
and
maybe
at
least
that
property
the
next
day.
And
so
what
does
it
look
like
to
actually
say
you
know
what
we're
not
going
to
compete
with
one
another
for
the
who
has
money
at
this
point
in
time
because
of
this
funding
cycle
and
is
able
to
offer
this
incentive
versus
that
one?
O
How
do
we
actually
align
on
the
exact
dollars
that
we
offer
landlords
based
on
different
property
types,
also
creating
shared
standards?
What
does
it
look
like
to
actually
support
tenants,
so
we
notice
that
different
organizations
we're
doing
different
things
to
support
tenants
literally
due
to
capacity.
O
Also
on
the
landlord
side?
What
does
it
look
like
to
have
shared
expectations
of
landlords?
How
many
days
should
you
give
tenants
and
these
organizations
to
resolve
any
issues,
what
education
should
landlords
be
receiving,
and
so
we
have
regular
working
groups
and,
like
literally
I'm,
leaving
like
30
minutes
to
lead
that
working
group
we're
going
today
we're
going
to
talk
about
shared
advocacy.
What
do
we?
O
How
do
we
want
to
actually
message
our
needs
to
the
community,
but
we
conduct
regular
meetings,
monthly,
whole
group,
governmental
sense
of
collaborative
meetings
where
we
share
best
practices
across
different
organizations.
O
We
are
regularly
reflecting
on
our
data,
so
what
does
it
look
like
to
make
progress
on
goals
on
tenants,
placed
tenants,
educated
or
going
through
education
sessions
rather
also
repair
funds
that
have
been
utilized,
incentives
that
have
been
utilized
and
getting
more
towards
the
outcome?
Data
as
well
So,
eventually
we're
going
to
see
data
come
back
in
it.
What
is
renewal
lease
renewals?
O
Look
like
the
rates
of
lease
renewals,
other
data
like
survey,
data
tenant
quality
of
life
and
how
tenant
quality
of
life
has
improved
over
their
tenancy,
so
those
surveys
are
going
to
increasingly
be
added
to
the
data
that
we
currently
have
blocked
off
all
names
there.
So
that's
why
you
see
some
unusual
markings,
but
we
have
we
regular
effect
and
do
quarterly
kind
of
Step
backs
to
really
not
just
get
to
the
end
of
a
grant
and
say:
okay,
let's
write
a
report
and
see
what
what
well?
What
didn't?
O
How
do
we
actually
in
the
midst
of
the
work,
reflect
on
the
work
and
prove?
And
so
this
is
all
the
bunker
rental
assistance
collaborative
strategy.
This
is
the
Upstream
kind
of
work,
but
but
it
all
leads
to
that.
Downstream
impact
and
francina
is
here
to
share
a
story
of
the
downstream
impact
of
this
work.
P
Francina
Edmonds
the
landlord
navigator
at
Thrive,
Asheville
so
happy
to
see
so
many
familiar
faces,
and
thank
you
for
all
the
work
that
you
do
as
Kate
says,
we
like
to
move
the
work,
and
this
is
one
success
story
that
I'm
really
proud
of
both
Crystal
and
I
our
tenant
Navigator.
P
This
is
a
picture
of
Paul
and
Margaret
Tierney
Margaret,
Belk
Tierney
and
their
successful
tenant
partner.
They
joined
us
at
the
beginning
of
the
year
with
both
the
financial
interest
in
our
incentives,
as
well
as
a
calling
a
real
calling
to
impact
community
and
I
think
that's
really
important.
As
we're
looking
to
recruit
landlords.
We
want
to
make
sure
we're,
of
course
presenting
the
incentives,
but
when
someone
has
a
calling
for
Collective
impact,
it
makes
it
that
much
easier
to
do
the
work
and
these
landlords
do
and
we
really
pooled
our
shared
resources.
P
Here.
They
initially
signed
up
for
our
Thrive
landlord
tenant
partnership
and
we
realized
early
on
that.
They
were
not
eligible
based
on
their
location
of
their
unit.
It
was
outside
of
the
city
of
Asheville.
It
was
inside
the
county.
We
were
able
to
quickly
pivot
with
a
new
shared
standard
of
service,
where
we're
actually
queuing
all
of
our
partners
into
an
equitable
release
of
tenant
and
landlord
matching
a
release
of
the
landlord
to
that
partner.
P
We
were
able
to
connect
them
with
another
one
of
our
bunker
rental
assistants,
collaborative
partners,
and
that
tenant
is
now
successfully
housed
for
the
last
five
months.
Doing
really
well
so
much
so
that
this
particular
set
of
landlords
have
agreed
to
now
bring
on
a
second
property,
really
important
in
our
recruitment
to
focus
on
landlords
who
have
potentially
multiple
properties
to
bring
who
have
that
call
for
Collective
impact
and
also
want
to
make
an
investment
in
real
system
change.
P
Real
Capital
into
system
change,
so
we're
so
thrilled
to
be
partnering
with
Margaret
and
Paul,
and
this
particular
attended,
Survivor
I.
Think
really.
It
speaks
to
our
Maximum
Impact
around
our
shared
standard
of
service.
When
Kate
talked
about
all
those
arrows
pointed
in
different
directions.
It's
it's
so
real
that
level
watching
the
evolution
of
this
competitive
space
now
really
start
to
transition
into
a
team
atmosphere
where
everyone's
activating
for
one
common
goal,
I
I'm.
P
B
P
K
K
P
Complexes
I
will
say
that
we
are
working
with
those
property
managers
and
those
large
multi-family
as
well.
It's
part
of
our
recruitment
strategy,
and
so
we
are
at
the
table.
It
is
the
level
of
incentivization
I,
think
for
the
landlord
is
going
to
vary
based
on
that
and
we're
always
looking
to
improve
and
understand
what
that
would
look
like
as
a
direct
response
to
the
need.
N
If
I'm,
you
know
a
big
multi-family
developer,
then
I'm
going
to
need
my
tenants
to
be
able
to
be
replaced
quickly,
I'm
going
to
need
a
predictable
environment
where
I
know
I
can
follow
this
process
in
this
period
of
time
receive
this
level
incentive.
So
getting
to
that
is
sort
of
the
point
of
all
of
this
is
that
kind
of
this
chaotic
environment
that
existed
before
really
sabotaged
that
goal
of
getting
to
multi-family
units.
N
So
we've
got
just
a
couple
more
slides
to
go
so
our
recommendations
at
this
point
one
is
that
we're
still
learning
this
process
is
relatively
new.
We
actually
started
meeting
regularly
as
collaborative
for
the
first
time
in
December,
so
we're
still
learning
and,
as
Garrett
said,
he's,
leaving
we're
all
leaving
this
meeting
to
go
to
meet
with
all
of
our
back
Partners
to
talk
about
what
is
the
advocacy
agenda?
What
do
we
need
as
a
team
to
really
scale
up
this
work?
N
So
please
stay
tuned
and
please
invite
us
back
in
just
a
couple
months
when
we
can
really
give
you
some
very
specific
recommendations,
but
based
on
what
we
want
to
know
now
or
where
we
are
right
now
we
do
have
these
recommendations
first,
which
is
that
you
incentivize
developers
to
create
voucher
set-asides,
but
that
you
do
that
in
sizes
that
address
Equity
gaps
and
for
this
we
need
to
keep
digging
away
at
the
data
we
need
to
know
more
about
who
are
the
voucher
holders?
Where
did
they
live?
N
And
you
know
what
kinds
of
needs
do
they
have?
So
we
need
to
keep
pursuing
the
data
and
have
this
data
about
who
voucher
holders
are
they're,
not
a
monolithic
group,
and
when
we
think
about
developing
units
that
will
serve
them,
we're
going
to
need
to
ensure
that
we're
asking
developers
to
develop
the
right
kinds
of
units
for
them.
N
We
do
need
to
invest
in
the
long-term
support
of
this
initiative,
so
this
collaborative
impact
work
is
really
unusual.
Thrive
Asheville
is
employing
these
folks,
but
they
actually
are
working
for
five
other
agencies
right
now
and
the
all
of
the
incentives
that
we've
got
are
being
directly
shared
with
other
agencies.
N
So
this
kind
of
this
resource
sharing
reduces
competition
and
makes
this
ecosystem
work,
but
it
requires
support.
So
we
are
going
to
ask
that
you
continue
to
advocate
for
this
kind
of
collective
impact.
Work
Thrive
operates
as
the
backbone
Agency
for
these
different
groups
and
whether
it's
Thrive
or
it
will
be
in
the
future.
Some
other
agency
that
backbone
is
going
to
need
ongoing
support
so
that
it
can
continue
to
organize
this.
N
N
We
won't
have
adequate
supports
for
tenants
so
that
they
can
have
long-term
stability,
and
we
won't
be
able
to
really
take
advantage
of
these
federal
dollars
and,
finally,
I
really
see
the
potential
for
this
structure
ultimately
to
be
the
way
in
which
developers
are
able
to
connect
to
voucher
holders.
N
I've
received
multiple
calls
from
developers
sort
of
every
time,
there's
an
article
in
the
paper
shortly
after
that
I've
gotten
a
phone
call
where
somebody
says
so
I'm
being
asked
to
include
voucher
holders
or
voucher
units
in
my
property
and
I,
don't
know
anything
about
how
to
find
voucher
holders.
What
do
I
do
and
I
said?
Well,
you
can
call
someone
at
the
housing
authority
and
they're
like
well,
but
I
need
to
talk
to
somebody
today
and
I
need
to
move
somebody
in
tomorrow
and
how
is
that
going
to
happen?
N
For
the
well,
the
total
between
the
city
and
the
county
is
five
hundred
thousand
dollars
over
two
years
for
these
150
families.
And
what
that
does
is
it
provides
all
of
the
incentives.
It
provides
damage
mitigation
and
it
helps
provide
for
the
staff
salaries.
It
doesn't
completely
cover
all
the
staff
salaries,
but
it
provides
fully
for
the
landlord
Navigator
and
for
the
tenant
Navigator,
who
we
really
wish
was
here,
but
she's
actually
organizing
the
next
meeting
that
we're
going
to
right
now,
but
she's
really
amazing
when
she
was
here
too.
I
N
I
think
that's
a
really
good
question.
I
I
think
there
could
be
some
efficiencies
that
might
actually
reduce
costs.
I
mean
right
now
we
have
a
lot
of
that.
Money
is
damage
mitigation,
that's
like
just
sitting
on
the
shelf,
and
my
hope
is
that
now
that
we're
doing
this
great
job
with
landlord
tenant
matching
and
we're
providing
tenants
with
the
support,
they
need
to
be
successful.
N
We're
actually
going
to
reduce
that
number
of
damage
mitigation,
as
I
mentioned
at
the
top
of
this
presentation,
when
we
requested
a
hundred
thousand
dollars
from
the
city,
we
still
have
twenty
thousand
dollars
that
that
we're
not
even
going
to
use
it's
actually
just
going
to
go
back
to
the
city,
because
it's
not
being
claimed
so
I
expect
and
I
hope
that
with
more
support,
we'll
see
more
and
more
of
that,
so
the
cost
could
actually
go
down.
K
N
Yeah,
so
we
work
really
really
closely
with
the
Asheville
Housing
Authority
staff,
particularly
Michelle
Moore,
who
you
know,
has
come
and
presented
to
this
group
many
times
you
know
what
we've
learned
is
that
case
management
at
the
Housing
Authority
means
each
case.
Manager
has
literally
hundreds
of
people
that
they
are
overseeing
and,
and
it's
not
actually
it
doesn't.
It
couldn't
possibly
provide
individualized
tenant,
coaching
and
tenant
education.
N
It
also
because
the
Housing
Authority
is
not
in
a
position
to
make
specific
recommendations
about
how
a
tenant
would
match
with
a
property
and
how
that
would
really
violate
their
own
kind
of
neutrality
in
that
process.
There's
not
really
a
matching
process
between
landlords
and
tenants.
So
how
do
we
work
with
them
right
now?
Well,
francina
works
with
Michelle.
She
talks
with
her
on
a
weekly
basis
and
they
discuss
issues
that
tenant
that
landlords
are
facing
right
now.
N
We
have
a
damaged
mitigation
claim,
so
francina
and
Michelle
are
working
on
that
together
and
francina
by
being
able
to
provide
very
individualized
service
to
that
landlord
can
kind
of
make
sure
that
the
landlord
feels
good
doesn't
leave
the
program
just
provide
him
with
that
extra
touches
and
care
that
will
ensure
that
he'll
stay
with
the
program.
Crystal
works
on
the
other
side
of
it.
N
She
is
working
with
Morgan,
so
she
gets
as
soon
as
voucher
holders
become
eligible
and
have
vouchers
she
hands
that
list
over
to
Crystal
our
tenant
court,
our
tenant,
Navigator
and
Crystal
provides
tenant.
Education
supports
the
tenants
all
the
way
through
placement
and
then
beyond,
so
really
working
kind
of
picking
it
up
from
Housing
Authority
staff
as
soon
as
they've
kind
of
done.
All
of
the
behind
the
scenes
work
of
getting
people
to
vouchers.
O
It's
things
that
seem
really
small
that
get
worked
through
in
these
meetings.
Things
like
Hey,
we're
noticing
a
lot
of
vouchers
are
expiring,
like
how
do
we
make
sure
folks
get
notice
of
their
vouchers
about
to
expire?
What
does
this
system
look
like
for
reminding
folks
or
reminding
folks
who
just
moved
to
the
private
Market
of
rent
being
due,
and
maybe
they
had
a
system
where
there's
a
reminder
previously?
But
how
do
we
now
fill
in
any
gaps
that
may
exist
and
so
working
through
those
types
of
small
problems
that
actually
had
real
impacts?.
E
A
few
things,
what
would
you
say
is
like
the
current
ratio
of
so
the
of
tenants
to
landlords.
So
what
is
like?
How
many
tenants
are
you
trying
to
find
placements
for
and
then
how
many
landlords
you're
trying
to
match
up
so
would
you
say
that
ratio
is
like
right
now.
N
P
Know
other
agencies
we
overall
26
and
I-
think
it's
important,
though
we're
we're
diving
into
the
data
to
understand
the
different
types
of
vouchers.
The
different
allocation
of
funds,
I
would
say
based
on
our
data.
We
have
we
know
of
104
households
out
there
who
are
seeking,
and
we
certainly
don't
have
that
number
of
landlords.
I.
P
Think
right
now,
if
we
were
to
look
at
what
our
black
Partners
need:
bunker
rental
assistance,
collaborative
Partners
need
against
the
maybe
list
of
35
landlord
Partners,
some
with
multiple
properties,
right
I
think
we
definitely
we
would
need
more
landlords
to
serve
our
community
yeah.
E
E
N
E
We
always
talk
a
lot
about
data.
We
wish
we
had.
B
E
For
so
many
things
and
then
when
we,
but
that's
it's
so
much
work
to
get
all
that
who
does
that
like
I
mean
like
I
find
so
many
times
we
talk
about,
we
wish
we
had
the
data
we
wish.
We
know
where
this
is
and
we're
like.
How
do
we,
who
does
that
like
like?
Is
that
something
that
grants
get
put
out
towards
because
I
just
find
so
many
things?
You
say
we
wish
we
had
the
data
I
wish.
We
knew
how
many
bedroom
units
you
know
are
needed.
N
Well,
it
does
take
a
lot
of
time
and
Garrett
spends
a
lot
of
time.
Doing
that
and
actually
I've
spent
a
lot
of
time
with
our
community
coordinator
Kelly
golden
on
working
on
collecting
that
data
too.
But
Michelle
Moore
is
the
key
Point
person
at
the
Housing
Authority
who
collects
data
and-
and
she
and
I
have
worked
through
that
data
and
I.
N
Think
it's
not
just
about
how
do
you
get
the
data,
but
then
what
questions
do
you
ask
with
the
data
you
know
I
feel
like
we
look
at
the
Bowen
report
and
it's
really
driven
so
many
conversations
about
affordable
housing
and
it's
driven
by
the
number
of
units
that
we
need,
but
not
by
the
number
of
people
who
need
to
be
served
and
that's
the
question
I
want
to
get
to
because
children
aren't
voucher
holders,
but
they
should
count
as
people
who
need
affordable
housing,
and
so
we
really
need
to
ask
better
questions
of
the
data,
and
that
is
part
of
thrive's
work
in
this
project
and
it's
part
of
the
work
that
we'll
continue
to
do
and
again
I
just
have
to
lift
up
Michelle
and
the
rest
of
the
Housing
Authority
team,
who've
been
so
great
at
continuing
to
unpack
the
data
with
us
and
and
we're
just
working
with
them
on
it
and
Garrett
is
doing
a
great
job,
I
think
collecting
them
the
results-
and
you
know
within
six
months
or
so
we'll
be
able
to
start
to
see
things
like
well,
who
are
the
people?
N
N
E
Developments
are
coming
further
funding
or
construction
to
tell
them
and
how
it's
so,
how
it's
really
clear
like
this
is
what
the
need
is,
and
it's
like
like
there's
this
many
there's,
this
many
bedroom.
You
know
this.
Many
people
are
ready
with
three
bedrooms
or
this
many
already
with
two
bedrooms,
because
that
will
help
us
to
guide,
for
you
know
for
especially
for
set-asides.
B
E
B
E
B
E
This,
like
it's
so
individual,
like
it,
was
kind
of
hitting
home
I,
read
that
you
know
article
that
was
just
out
about
Hayak
and
housing.
You
know
about
about
homeless
and
that
how
we
kind
of
track
it
as
numbers
in
other
communities,
literally
tracked
by
the
person,
because
I
imagine
here
with
you,
know
the
the
voucher
placements,
it's
so
individualized
yeah.
E
One
last
question
about
is
moving
like
the
one
thing.
Like
my
you
know,
my
our
experience
when
we
had
a
project
that
was
trying
to
work
with
the
the
partnership
was
that
the
that
the
voucher
as
we've
talked
about,
had
to
come
from
project
project-based
housing.
B
B
N
Yeah,
there's
just
a
huge
need,
and
so
right
now,
because
we
have
one
tenant
Navigator.
We
are
focused
on
helping
the
specific
populations
served
by
these
non-profits,
and
so
you
know,
we
can't,
at
this
point,
expand
to
helping
other
voucher
holders
who
might
seek
to
move,
and
we
do
get
calls
all
the
time.
Frequently
they're
from
people
who
already
live
in
the
community
and
already
have
a
voucher
that
helps
them
live
in
the
community
and
can't
find
another
place
to
go.
N
But
for
some
reason
that
housing
is
substandard
or
it's
unsafe,
and
we
just
simply
don't
have
the
capacity
to
help
that
group
as
well,
and
it's
a
really
important
issue.
But
our
group
right
now
is
not
just
working
just
with
people
moving
with
public
housing
because
we're
working
with
all
these
Partners
as
well.
K
You
mentioned
in
a
comment
that
you
would
like
to
see
developers
or
developers
needed
to
build
specifically
for
this
population.
Can
you
help
me
understand
what
you
were
looking
for
in.
N
It
requires
working
closely
with
non-profits
to
understand
what
their
populations
look
like.
It
requires
working
with
the
Housing
Authority
staff
to
ask
them
what
those
households
look
like
I
mean
that
slide
that
I
presented
that
showed
how
disproportionately
this
is
impacting
bypoc,
folks,
women
and
families,
children.
N
You
know
that's
data
that
that
we
haven't
really
talked
about
before
that
this,
this
group
of
people
who
need
houses.
We
can
see
that
it's
very
disproportionately
impacting
this
kind
of
community,
this
kind
of
population.
So
I,
don't
have
a
complete
answer
to
your
question
right
now.
It's
something
that
will
have
better
information
for
you
in
four
or
six
months.
Something
like
that.
K
Is
school-aged
children
if
you
can
ask,
because
we
know
that
instability
in
the
home
deeply
affects
how
well
children
do
in
school?
And
so,
if
you
start
out,
we
have
these.
These
successful
stories
have.
Is
there
any
way
to
ask?
Have
their
grades
improved?
Are
there?
Is
there
Behavior
improving
because
they
have
a
stable
home
now
I
know
that's
a
very
personal
thing
to
ask
a
parent,
but
something
that
you
know
could
really
be
great
data
is,
is
to
say
their
grades
did
improve
their
behavior
improved
because
they
have
a
stable
home.
N
Yeah
completely
Margie
totally
agree
with
you,
and
that
was
really
the
the
reasoning
behind
starting
with
families
living
in
public
housing
was
because
we
know
that
Children's
Life
outcomes
are
so
much
better
when
they're
living
in
a
mixed
income
community-
and
we
know
that
these
pockets
of
deep
concentrated
poverty
really
mean
that
children
will
have.
You
know
less
opportunity
to
experience
social
Mobility.
That
goes
back
to
Barry's
question
about
data,
though
collecting
that
kind
of
longitudinal
data
is
really
expensive
and
really
hard.
N
K
Have
many
wealthy
people
in
this
community?
We
have
many
many
wealthy
people
and
Wealthy
corporations
and
I'm
thinking
that
it
would
be
great
I
mean
you
all
would
have
to
frame
it
up
nice
and
pretty,
but
there's
a
way
to
take
it
to
some
of
these
people
and
corporations
and
say
we
need
your
help
to
fund
this
type
of
study
and
I.
Can't
imagine
them
saying
no
I
know
on
some
of
those
people
saying
no.
K
N
What
a
great
question,
so
we
know
that
monitoring
is
something
that
the
city
is
really
increasing
their
capacity
and
so
I
I
actually
can't
answer
that
question
right
now.
A
lot
of
the
previous
funding
that
the
city
has
allocated
has
gone
to
multi-family
units
and
we
haven't
really
cracked
that
market,
yet
so
I
think
that
great
idea
and
great
reason
why
we
should
support
this
structure
so
going
forward.
We
would
have
great
answers
to
that,
because
there
would
be
this
kind
of
data
keeper
that
would
help
with
the
accountability
and
monitoring
for
developers
right.
I
Because
in
our
contracts
with
these
people,
with
the
rental
landlords
that
have
received
the
city
funding,
it
requires
they
make
a
good
faith
effort
to
accept
vouchers.
It
seems
to
me
the
city
could
make
a
policy
amendment
to
say.
Good
faith
means
they're
part
of
this
program
yeah
and,
if
you're
not
doing
that.
Like
we
Sasha
reported
two
meetings
ago,
we
had
one
Luigi
landlord
that
had
35
units
of
housing
that
were
affordable,
but
none
of
them
had
voucher
holders,
and
so
to
me,
that's
this
is
an
easy
fix
to
say.
I
O
And
also
some
of
the
things
that
francina
and
others
are
Chrissy
discovering.
You
saw
that
funnel
of
like
those
who
initially
may
be
eligible
for
vouchers
and
how
that
number
decreases
into
a
number
of
obstacles.
Even
even
those
types
of
developments
that
say
hey,
we
will
yeah.
We
accept
that
vouchers,
you're
increasingly
seeing
that
they
might
say
voucher
holders
with
credit
scores
over
600
voucher,
voucher
holders,
where
the
agency
pays
the
full
amount
and
there's
not
like
that,
there's
not
anything
owed
by
the
actual.
I
I
think
that's
important
data,
for
you
to
feed
back
to
us
is
what
are
the
criteria
that
are
filtering
people
out
so
that,
as
we
create
language
going
forward
and
Ouija
or
other
policies
that
we
can
try
to
remove
some
of
these
barriers
so
that
people
can't
make
restrictions
on
credit
scores
of
800
or
more
in
order
to
qualify
for
a
rental
unit
if
you've
got
a
voucher
de
facto.
Just
not
accept
vouchers,
though
again.
B
I
Sort
of
go
through
and
Define
this
language
about
what
is
good
faith
effort.
One
other
quick
question
so
I
know
just
economics
is
working
on
a
common
tenant
application.
Do
you
is,
is
that
part
of
what
you
guys
are
doing
as
well.
P
Yeah
so
the
the
centralized
rental
application
it
would
be
beneficial
for
both
landlords
and
especially
tenants
to
be
able
to
see
a
volume
of
properties
also
to
input
any
sort
of
background
information
that
may
or
may
not
be
favorable.
P
Just
really
I
think
for
us.
The
way
that
our
partners
frame
framework
for
working
today
will
work
within
that
framework,
but
we
will
also
be
sharing
this
opportunity
with
landlords
consistently.
So
we
can
build
up
that
database.
We
know
who
they
are
and
tenants
have
a
quick
and
swift
connection
to
them.
So
yeah
we're
huge
advocates
for
the
CRA.
We
presented
it
at
our
last
landlord
Community
impact
event.
Our
landlords
are
really
excited
about
it,
so
that
they
can
actually
see
those
those
tenants,
even
beyond
our
programs
who
may
be
needing
affordable
housing.
N
I
could
I
just
wanted
to
just
really
quickly
it
occurred
to
me,
and
could
you
go
to
the
presentation
just
for
a
quick
second
sorry,
and
could
you
go
to
slide
15.
N
N
So,
in
terms
of
the
aligned
descent
incentives,
there
were
organizations
offering
incentives,
everything
from
like
three
thousand
dollars
per
unit
down
to
like
five
hundred
dollars
in
a
unit,
upfit
incentives,
damage
and
sometimes
I
mean
it
was
all
over
the
map
and
all
of
our
collaborative
Partners
now
are
offering
incentives
based
on
the
the
quality
and
the
need
for
a
specific
property
and
they're,
either
at
one
thousand
dollars
or
two
thousand
dollars.
N
So
we've
really
tried
to
simplify
that
whole
system
so
that
we're
reducing
competition
but
also
making
it
easier
for
landlords
to
understand.
I
want
to
say
something
about
how
critical
these
shared
standards
of
service
are.
As
Garrett
mentioned
previously,
some
tenants
were
getting
this
level
of
service
and
other
tenants
were
getting
this
level
of
service,
and
that
was
based
on
the
capacity
of
organization.
It
wasn't
because
anybody
was
slacking
or
not
doing
their
best,
but
we've
agreed,
and
so
now
we
can
say
to
our
landlords.
Your
tenant
will
get
at
least
a
quarterly
visit.
N
Your
unit
is
going
to
be
visited
and
we're
going
to
be
able
to
catch
problems
early
so
that
we
can
be
insured
that
you
are
gonna.
We're
gonna,
reduce
that
damage
mitigation,
Challenge
and
also
tenants,
are
going
to
be
more
successful
and
we're
also
doing
that
on
the
landlord
side,
as
we
said
so
that
landlords
we
really
know
what
we're
investing
in.
When
we
give
landlords
extra
incentives,
they
also
have
to
give
us
an
extra
opportunity
to
make
it
work
for
tenants.
N
J
I
want
to
say
that
I
worked
with
this
group
and
I
love.
You
I
watch
the
progress,
I
love,
francina,
I,
love,
Kate,
Brett,
we've
been
in
meetings
together
and
I,
didn't
know
who
he
was
and
I'm
just
so
excited
to
see.
All
this.
This
is
everything
I've
been
saying
for
the
last
couple
months
and
I'm
excited
for
our
community.
Thank.
A
A
That
gives
us
a
lot
to
think
about,
as
we
start
to
dig
into
aligning
Luigi
and
Housing
Trust
Fund
to
better
Leverage
federal
dollars
that
flow
into
our
community.
So
appreciate
everybody's
good
questions
on
all
of
that
and
now
Switching
gears
to
our
other
big
work
plan
task
for
the
year
launching
a
new,
affordable
housing
plan.
That's
a
key
piece
of
what
this
committee
is
here
to
do
and
we're
excited
that
we're
getting
closer
to
getting
that
started.
So
Nikki
tell
us
where
we
are
and
how
we
got
here.
L
Sure
thing
and
I'm
standing
in
for
Sasha
today,
as,
as
you
know,
she's
at
the
center
for
new
urbanism,
convening
that's
happening
in
Charlotte,
there's
a
city
cohort
that
has
gone
down
to
participate
in
that
exciting
work
and
so
I'll
be
standing
in
for
her.
So
an
update
about
the
affordable
housing
plan,
so
key
takeaways.
We
certainly
want
to
have
clear
Direction
on
our
affordable
housing
programs
and
funding,
really
I.
Think
of
this
plan
as
the
Strategic
plan
for
staff,
our
work
plan.
Really,
how
do
we?
L
How
do
we
continue
to
advance
our
efforts
to
meet
the
needs
of
our
community?
The
existing
housing
plan
dates
back
to
2008
I.
Think
this
committee
knows
that
well,
and
so
we
want
to
recognize
there's
some
changes
that
have
happened
in
the
marketplace
since
then,
we
want
to
make
sure
that
our
tools
are
are
right
sized.
So
it's
also
an
opportunity
to
engage
the
community
in
a
comprehensive
and
coordinated
way
to
help
determine
the
future
of
how
of
Asheville's
housing.
Programming.
L
I'm
really
excited
about
the
fact
that
the
plan
will
assist
the
city
in
leveraging
its
affordable
housing
tools.
I
think
this
committee
really
does
do
a
lot
of
deep
Dives
on
how
these
tools
have
impact,
and
so
we
want
to
make
sure
that
we
have
the
appropriate
tools
and
the
Asheville
is
really
leading
the
way
in
affordable
housing.
L
This
planning
process
we've
kind
of
timed
it
to
really
start
with
the
the
new
fiscal
year,
and
then
it
will
be
hopefully
used
to
inform
a
potential
future,
affordable
housing,
Bond
and
so
I'm
excited
about
that
potential
and
really
gearing
up
to
meet
that.
So
a
little
bit
of
background
about
the
affordable
housing
plan.
L
Again,
the
most
recent
plan
was
created
in
2008
we've
just
set
aside
a
budget
of
90
97
000
of
the
city's
funds
to
really
complete
this
plan
update
and
then
we've
also
asked
the
Dogwood
Health
Trust
to
contribute
funding
for
additional
efforts
and
so
I
think
we
will
find
out
that
decision
later
in
June
or
early
July
I.
Think
that's
the
timeline
to
understand
the
Dogwood,
Health,
Trust
funding
and
really
this
work
of
this
committee,
as
well
as
Thrive,
Asheville
I,
think,
will
further
inform
the
work
of
this
plan
and
it's
really
good
timing.
L
To
really
understand
where,
where
Thrive
is,
is
bringing
this
new
partnership
to
the
table
and
then
just
really
seeing
how
that
the
data
piece
is
threaded
throughout
there's
a
data
component
of
the
plan,
so
I'm
excited
to
really
further
understand.
Once
we
have
a
consultant
on
board
how
we
use
that
and
continue
the
conversation
there.
L
So
really,
you
know
I
think
it
will
assess
our
current
needs
and
set
this
direction
for
the
next
five
to
ten
years
of
how
we
leverage
our
tools.
We
certainly
want
to
involve
residents
affected
by
the
housing
crisis
and
really
address
Community
priorities.
L
We
want
to
look
at
our
current
policies
and
really
address
any
gaps
in
our
housing
toolbox.
We
really
want
to
dig
into
our
land
use
incentive,
Grant,
Housing,
Trust
Fund
and
our
policy
around
developing,
affordable
housing
on
city-owned
land.
So
those
are
really
our
major
city
controlled
funding
tools
where
we
can
have
impact
to
really
drive
that
strategy
so
again,
providing
that
foundation
and
guidance
on
how
we
could
potentially
utilize
an
affordable
housing,
Bond
referendum.
L
Schedule
so
this
RFP
was
released
on
May
15th
and
there's
been
some
process
associated
with
that.
A
pre-proposal
meeting
deadline
for
any
questions
from
potential
bidders
I
think
those
answers
were
posted
will
be
posted
just
yesterday.
In
fact,
and
then
submissions
are
due
June
12th.
So
we're
really
just
lining
this
up.
L
That
selection
process
will
happen
between
June
20th
and
the
14th,
and
then
we
hope
to
bring
that
to
council
at
the
end
of
July
and
Kickstart
on
August,
1st
and
again,
knowing
our
outcome
of
the
doggo
grant
will
really
help
us
determine
the
the
level
of
service
that
we're
able
to
have
with
this
consultant
study,
and
so
Sasha
is
really
leading
the
team.
We
will
have
support
internally
from
our
department
in
the
community
Economic
Development
Group,
as
well
as
city
managers
office.
L
The
finance
department
planning
will
certainly
be
a
great
partner
in
this,
as
well
as
equity
and
inclusion,
really
wanting
to
leverage
to
our
internal
office
of
data
and
performance
to
really
round
out
our
internal
staff
support
team
to
to
further
this
work,
and
so
here's
our
key
takeaways
again
and
so
really,
you
know,
I'm
excited
because
just
reflecting
on
the
impact
that,
for
example,
the
work
that
the
National,
Alliance
and
homelessness
had
really
you
know,
I
think
our
vision
for
our
department
is
of
each
of
our
Focus
areas
can
be
really
informed
by
strong
planning
and
strong
strategic
Direction.
L
That's
really
how
I
hope
to
shape
the
work
of
our
department,
so
I
feel
like
we
have
had
good
progress
with
the
work
that
the
National
Alliance
has
done
with
our
our
homeless
strategy
and
really
ending
homelessness
in
our
community
and
really,
you
know
launching
that
effort
through
systems
work
and
again,
I
hear
that
theme
with
what
Kate
mentioned
earlier.
Having
this
plan
also
speak
to
that
systems,
work
as
well
and
looking
at
that
Continuum
of
of
Housing
and
how
we
address
those
gaps,
really
work
as
a
collaborative
and
see
that
moving
forward.
L
So
that's
my
hope
with
this
plan,
is
that
we
can
have
have
the
opportunity
to
really
sharpen
our
city
tools
and
how
they
fit
within
this
housing
system.
So
that's
my
update.
Any
questions.
I'm
happy
to
answer
I
know
Sasha's
the
the
Brain
Trust
here
but
I'm
happy
to
take
any
any
questions.
If
you
have
them.
L
Absolutely
so
I
suspect
once
that
we
receive
those
submittals,
then
you'll
be
contacted
to
participate
on
that.
So
we
appreciate
that
partnership
with
this
group
submitted
I.
Don't
those
I
think
you
know
we
I
expect
folks
are
working
hard
to
meet
that
submission
deadline
of
the
12th
I'm,
uncertain
as
to
how
many
people
may
have
attended
the
pre-proposal
meeting,
but
I'm
hopeful
I
know.
Sasha
has
certainly
reached
out
done
that
research
on
other
cities
that
have
completed
plans
so
made
certain
to
reach
out
to
those
firms
to
really
have
a
robust
selection.
E
I'm
just
curious:
was
there
like
any
discussion
about
like
combining
it
with
a
Buncombe
County
Wide
needs
like
RFP.
Just
because
again,
this
idea
is
like
it
feels
so
fractured
like
because
buncombe's
working
hard
on
stuff-
and
here
we're
saying
we
need
to
figure
out
what
to
work
hard,
but
the
needs
are
the
same
and
it
feels
like,
and
it.
L
And
perhaps
that's
that's
where
we
see
things
going
in
the
future.
I
mean
I
know
so
we're
having
a
joint
staff
meeting
with
Buncombe
County
and
their
affordable
housing
team
this
month.
That
partnership
with
Buncombe
County
continues
to
grow
and
so
I
hope
we
can
continue.
Working
on
that
I
mean
I
think
with
the
passage
of
their
bond.
Now,
looking
at
a
city
future
Bond
initiative,
I
mean
there's
other
communities
that
really
do
collaborate
on
on
bond
funding,
that's
available,
I!
L
Think
in
our
last
Housing
Trust
Fund
cycle,
we've
noted
that
having
closer
collaboration
between
funders
is
is,
is
necessary
and
so
I'm
curious
how
this
plan
May
inform
implementation
strategies
around
that
so
more
to
come,
but
I
certainly
hear
that
and
agree
that
having
collaboration
with
the
county
and
region-wide
with
other
funders
is
is
really.
A
Helpful
that
Regional
perspective
was
a
comment
that
we
that
we
gave
to
Sasha
when
we
were
looking
at
the
RFP
for
the
yeah.
So
you
know
we
definitely
are
looking
for.
You
know,
included.
J
A
Rfp
and
we'll
be
looking
in
the
scoring
for
someone
who
has
a
regional
lens,
you
know
commute
shed
lens
when
they're
thinking
about
this
plan.
Even
if
it's
not
a
plan
addressing
you
know,
housing
for
the
whole
region
and
that
it
fits
in
with
the
work
that
land
of
Sky
Regional
Council
is
doing
on
affordable
housing
and
Buncombe
County
and.
E
E
Boy
that
would
have
been
the
Great
great
one
to
lead
this
RFP
and
then
the
funding
come
from
city
funding
come
from
County.
So
it's
not.
You
know,
because
even
like
our
Bowen
reports
have
been
kind
of
fractured,
we've
had
a
bunker,
you
know:
we've
we've
had
sometimes
we've
had
wider
weeds,
sometimes
smaller
routes,
and
since
this
is
such
an
important
such
an
important
piece
that
we're
updating
and
I
mean.
E
K
Consultants
to
come
in
and
do
all
this
stuff,
and
so
I
mean
I.
Think
if
I
live
here
you
know
so
you're,
going
like
a
city
and
I'm
contributing
to
the
city,
the
money
for
taxes
but
I,
also
in
part
of
the
county
and
I'm
paying
taxes
there
too.
So
as
a
you
know,
person
that
loses
this
area,
you're
actually
trying
to
help
fund
two
different
things
and
it
could
be
together.
L
I
I
certainly
hear
that
I
mean
I
I'm
hopeful
that
I
mean
what
I.
What
I
hope
we
achieve
out
of
this
is
really
understanding
our
again
how
to
improve
Housing,
Trust
Fund
and
improve
land
use,
incentive
Grant,
which
are
very
city-centric
as
well
as
looking
at
our
our
city,
land
opportunities,
and
so
those
are
tools
in
our
toolbox.
At
the
same
time,
there's
lessons
we
can
learn
from
each
other
and
policies
that
benefit
the
system
system-wide.
L
So,
while
I
think
there
is
some
benefit
to
having
that
exclusive
focus
on
City
tools,
because
that's
what
we've
got
to
wrap
our
arms
around
and
direct,
primarily
I
I,
see
I,
certainly
see
that
comment
around
Regional
collaboration.
I
will
say
that
you
know
Dennis
and
I
have
already
been
thinking
about
the
future
of
the
home
Consortium,
for
example,
and
so
that
is
really
driven
by
a
five-year
Consolidated
plan,
and
so
that
is
going
to
be
coming
up
shortly.
I
think
2025
is
the
end
date
of
that
Consolidated
plan.
L
And
now
what
that
does
is
looks
at
the
home
region,
the
home
footprint
right.
So
that's
Madison,
Transylvania,
Henderson
Buncombe
right
so
again
that
that
initiative
will
kind
of
come
on
the
heels
of
this.
We're
going
to
just
start.
Seeing
how
these
start
to
knit
together
to
really
help
inform
a
region-wide
strategy.
L
That's
another
hope
that
I
I
have
that
we
that
can
be
an
outcome
of
this
is
really
understand
again.
What
what
tools
are
we
missing?
What
are
other
ideas
that
we
need
to
explore?
How
are
things
going
I
mean
I
was
looking
at
I
think
it
was
either
Greensboro.
You
know,
one
of
the
recommendations
was
to
start
a
Community
Land
Trust.
Well,
we
we
have
one
here.
What
is,
is
there
a
need
to
invest
more
in
those
kinds
of
tools?
L
A
A
You
like
me,
who
are
kind
of
visual
tactile.
Learners
to
you
know
we
talk
about
it,
affordable
housing
plan,
it's
kind
of
nice
to
see
you
know
what
that
might
look
like.
So
if
you
haven't
had
a
chance
to
take
a
look
at
those
I
would
I'd
spend
some
time
with
that
to
help
us
get
familiar
with
what
the
output
of
this
process
might
look
like
and
some
of
the
other
things
Nikki
I
had
a
question.
A
You've
mentioned
you've
mentioned
how
our
existing
programs
feed
into
the
plan
and
the
potential
for
you
know
for
bonding
to
support
ideas
that
come
out
of
this
planning
process.
A
I
know
through
the
missing
middle
project,
we're
looking
at.
You
know
other
tools
that
the
city
has
around
zoning
that
could
make
make
land
more
affordable
for
Housing
Development
I'm.
Also
thinking
about
I'd
be
interested
in
knowing
kind
of
what
else
comes
into
this
as
a
as
a
tool,
and
particularly,
how
does
this
plan
inform
the
Consolidated
plan
that
drives
our
cdbg
and
Home
Investments,
so
those
federal
dollars
that
flow
into
the
community
is
there?
Is
there
a
linkage
there
is
that
I
mean.
L
I
don't
know,
I
mean
I
really
I'll,
be
curious
to
understand
what
kind
of
input
that
we
have
from
from
the
Consultants
that
we
hire
to
really
help
us
manage
this
in
terms
of
yes,
are
we
are
we
missing
out
on
Leverage
opportunities?
L
You
know
thinking
about
two,
the
vouchers
like
so
I'm,
not
sure
exactly
how
that
will
all
factor
in
but
I
think
at
the
same
time,
knowing
where
we
are
in
our
voucher,
conversation
I,
think
it
I
think
being
able
to
leverage
dollars
is
what
I'm,
what
I'm
kind
of
leaning
on
when
thinking
about
how
to
how
to
knit
these
opportunities
together.
B
A
Team,
you
know
working
with
the
Recreations
committee.
L
Certainly
referenced
in
our
RFP
to
acknowledge
that
we
have
that
work
ongoing
and
there,
of
course,
when
we're
talking
about
city
land
as
well.
There's
there's
some
direct
connections
there
with
what
the
reparations
commission
is
talking
about
in
terms
of
land
assets
that
were
came
to
the
city
through
urban
renewal
and
what
the
future
of
that
would
be,
and
so
it's
highlighted
in
the
RFP
is
something
to
understand.
As
we
proceed.
L
Us
I
think
there's
some
some
materials
that
Sasha
had
included
I'm
happy
to
answer
any
questions,
but
I
know
we
have
some
action
items
that
are
coming
forward
with
319
and
other
projects
and
so
but
happy
to
answer
any
questions
and
those
written.
L
L
Yeah
I
did
see,
however,
they
broke
so
another
city
on
land.
This
was
way
back
in
the
day,
but
on
Broadway,
if
you
recall
the
city
sold
land
for
for
a
mixed
use
but
included,
affordable
housing
units
and
I
saw
they've
Broken
Ground.
So
that
was
nice
to
see.
That's
been
a
long
time
coming,
but
it's
great
to
see
that
that
mixed
income
project
that
will
include
units
that
are
deed,
restricted
for
60
area
meeting
income.
It
will
include
those
units
so
glad
to
see
that.
A
Any
other
updates
that
we'd
like
to
share
anything
from
our
Representatives
on
the
missing
middle
study.
A
C
I
was
just
taking
a
brief
look
at
the
Consultants
presentation
tournament
when
they
were
last
here,
but
the
rough
schedule
to
my
understanding
is
that
July
they'll
be
coming
back
to
meet
with
the
working
group
and
basically
presenting
an
overview
of
what
they've
found
to
be
potential
barriers
and
challenges
to
missing
middle
housing.
August
they're
looking
to
have
a
draft
report
in
September,
ideally
looking
to
have
a
final
study
completed
so
we'll
check
in
on
that
as
it
progresses.
C
Yeah
I
I'd
have
to
check
with
the
city
staff
on
what
the
schedule
for
that
was.
I
know
that
they're
I
guess
in
the
overview
the
working
group
got
they
were
meeting.
There
was
a
mention
of
meeting
with
stakeholders
and
I
would
assume.
B
C
Hack
would
be
on
that
list.
I'd
have
to
double
check
on
that,
but
there
was
yeah
I
know
they're
meeting
independently
with.
B
A
J
E
What
I've
heard
on
it,
because
we've
I've
been
on
two
of
the
stakeholder
meeting
when
the
affordable
housing
one
and
the
developer
one
last
week
and
and
then
I
asked
asked
vadilla,
specifically
okay.
Well,
what's
the
just
timelines
just
to
understand,
so
what
he
explained
is
that
the
like
the
reports
from
the
missing
middle
study
are
going
to
come,
probably
in
the
fall
from
that
staff
is
thinking
that
then
it's
going
to
take
them
the
time
to
assess,
to
make
the
recommendations.
E
They're
thinking
that
they're
not
going
to
have
like
the
staff's
recommendations
for
any
kind
of
changes,
is
not
going
to
be
till
the
summer
of
next
year.
So
I
wanted,
because
I
wanted
to
really
understand
the
timeline
just
to
know
like
okay.
How
rapid
is
this
going
to
happen?
So
am
I
unders.
What
I
was
explained
is
that
once
the
report
comes
back,
you
know
in
the
fall
or
winter,
then
the
staff's
going
to
take
several
months,
and
it
would
probably
be
the
summer
when
things
start
to
happen
in.
E
Yeah,
we
launched
some
sure
one
update,
because
it
will
be
it's
going
to
be
public.
My
company
actually
launched
two
specific
ad
Udo
text
amendments
this
past
week
that
are
missing
middle
and
we're
gonna,
so
we're
gonna
lead
the
efforts
for
bringing
them
through
planning
and
sending
the
city
council.
One
was
a
flag
lot
Amendment,
which
would
adjust
Flags
to
open
up
about.
You
know
thousands
of
more
Lots
by
making
it
easier,
and
the
other
is
a
cottage
development
which
we've
LED
before
to
reduce
the
minimum
size
from
five
to
two.
E
K
E
Important
so
that
a
text
Amendment
to
the
Udo
is
something
that
any
citizen
can
suggest.
You
put
together
specific
wording,
so
you
basically
go
through
the
Udo.
You
recommend
technical
changes
to
it.
You
pay
the
permit
fee,
so
I
paid
a
permit
fee
of
800,
something
dollars
per
Amendment,
and
then
it
basically
has
to
be
heard.
It's
almost
like,
because
Asheville
is
very
a
complaint
based
City.
So
if
you
basically
make
a
complaint
about
the
Udo
and
you
and
you
make
a
very
specific
recommendation,
how
to
adjust
it,
it
at
least
has
to
be
considered.
E
So
so
we've
been
assigned
a
planner
and
we
should
technically-
and
it's
a
pretty
rapid
thing-
it's
actually
it's
what
the
city
process
uses
for
making
changes.
So,
like
the
city,
it
was
kind
of
brought
to
light.
The
city
just
changed
their
own
open
space
Amendment
without
any
Fanfare,
by
keeping
it
very
targeted
tax
commitment
and
it
just
kind
of
snuck
through
without
anyone
knowing
it,
which
is,
which
is
you
know,
good
I,
guess
so
so
we're
taking
this
thing.
B
E
I've
done
this,
you
know
we've
done
this
before,
like
with
the
with
the
cottage
Amendment.
We
we
let
a
change
from
it
years
ago,
the
most
recent
Udo
text
Amendment
it's
it's
not
a
tool
used
very
often
the
most
recent
one
that's
been
in
the
news
is
the
cat
cafes.
So.
E
E
In
motivated
by
the
cats
we've,
you.
B
E
It's
made
reviewed
by
a
planner,
as
is
reviewed
by
planning
planning.
You
know,
just
like
anything,
staff
can
make
a
report
to
recommend
or
deny
or
adjust,
and
then
it
takes.
Obviously
you
know
this
stuff
takes
lobbying
and
guarding
support,
and
then
but
it
goes
to,
it
goes
to
planning
and
zoning
whether
it's
got
a
positive
staff
recommendation.
You're
not
positive.
E
A
Anything
from
the
the
build
or
connect
teams,
I
know
where
both
teams
are
working
on
our
work
plan
item
around
recommendations
for
Luigi
and
housing,
trust
funds.
So
we
need
news
what.
K
We're
doing
on
the
build
committee
item
was
to
get
in
touch
with
developers
that
we
each
all
kind
of
work
with
certain
developers
and
to
ask
come
to
our
meeting
our
next
meeting.
We
have
a
couple
and
and
talk
to
them
about
what
they
see.
As
you
know,
obstacles
for
them
to
continue
to
to
go
so
that
might
it
may
take
us
a
couple
of
meetings
to
get.
You
know
multiple
developers
and
I
need
to
together
what
dates
or
who
and
all
that.
B
D
Sure
so,
we've
been
working
on
an
action
plan
to
get
community
involvement
and
feedback
about
the
Housing
Trust
Fund
and
we're
getting
really
close
to
actually
reaching
out
to
the
community.
D
D
Let's
see
so
I
think
next
week,
we'll
be
reaching
out
via
email
and
then
hopefully,
at
the
end
of
June,
have
an
in-person
meeting
with
12
of
those
80
organizations
to
get
some
real-time
feedback,
we'll
gather
that
data
and
then
come
back
to
ahec
and
present,
and
hopefully
that
will
get
integrated
into
future
revisions
or
just
start.
The
conversation
of
what's
important
to
the
community.
A
And
so
for
folks,
who
aren't
involved
in
one
of
the
other
of
the
two
work
groups,
or
who
maybe
have
haven't,
heard
this
in
a
while?
The
idea
with
the
these
two
parallel
projects
is
to
really,
as
we
look
at
luige
and
Housing
Trust
Fund,
particularly
in
the
scoring
criteria,
to
make
sure
that
we
are.
We
are
waiting
projects
or
scoring
projects
that
you
know
maximize
the
you
know
what
the
community
is
looking
for
out
of
affordable
housing
projects
without
creating
barriers
to
development,
so
that
we
get
no
housing
developments
actually
built
right.
A
So
we
want
to
make
sure
that
you
know
perfect
doesn't
become
the
enemy
of
the
done,
but
at
the
same
time
we
want
to
make
sure
that
the
community
is
getting
value
out
of
the
affordable
housing
investment
that
it's
making.
So
that's
these
two
parallel
tracks
that
eventually
are
going
to
have
to
merge
together,
as
we
put
our
final
recommendations
to
hcd
for
the
these
two
policy
changes.
So
I
appreciate
all
the
work
that
the
task
forces
are
doing
on
that.
If.
A
Force
you're
missing
the
real
fun
all
right,
any
other
CED
updates.
We
talked
about
319
Biltmore.
We
did
present
the
recommendations
that
came
out
of
this
committee
to
hcd
last
month
around
the
micro
unit
policy.
Those
were
rolled
into
the
staff
report,
which
was
approved
by
hcd,
so
that
that
all
of
that
good
discussion
did
move
on
up
the
line.
E
L
Because
I'm
thinking
about
you
know
when,
when
I
started
as
director
Back
in
the
Day
November
2021,
so
almost
two
years
now,
so
one
of
our
big
shifts
when
we,
when
I
when
I
took
the
position,
was
to
really
look
at
shifting
from
just
Community
Development
Economic
Development,
really
into
four
Focus
areas
and
the
intent.
There
was
also
to
just
streamline
this
so
that
we
can
focus
our
efforts.
The
Community
Development
role
really
focuses
on
our
federal
funding
programs,
and
so
they
are
governed
by
our
relationship
with
HUD,
cdbg
and
home.
L
L
L
Arp
allocation
plan
was
approved
by
Hud
I,
don't
know
if
we've
formally
announced
that
to
this
group
here,
but
that
is
another
source
of
federal
funding
that
the
home
Consortium
determined
to
invest
in
affordable
housing
actually
as
well
as
Supportive
Services.
So
there
was
a
a
number
of
of
buckets
as
we
say
that
the
feds
had
really
designed
for
potential
Investments
with
the
home
Consortium
than
making
the
necessary
plan
for
that.
So
we're
now
working
on
how
to
implement
that.
L
So
Dennis
is
going
to
be
leading
that
charge
as
well
on
looking
at
how
we
then
implement
the
investments
in
housing
and
in
Supportive,
Services
I
think
we're
looking
at
a
July
time
frame
for
potentially
reconvening
home
Consortium,
so
that
is
the
Community
Development
Division.
So
and
then
we
broke
off
any
City
tools.
This
is
again
why
I
make
that
distinction
earlier
with
how
the
plan
really
focuses
on
City
tools,
because
really
it's
separate
and
distinct
from
federal
funding,
and
yet
they
overlap
and
can
be
used
in
conjunction
together
and
lots
of
opportunities
for
leverage.
L
And
yet
we
have
to
really
strictly
Define
those
policies
with
our
city
council,
on
on
how
they're
rolled
out
into
community
and
so
Sasha
leads
that
charge.
We
have
had
a
new
vacancy
with
our
affordable
housing
specialist
and
so
we're
going
to
be
posting
that
as
soon
as
possible.
But
yes,
there's
there's
tone
over
in
that
role,
but
it
is,
it
is
a
newly
created
division.
That
really
is
is
is
finding
its
footing
and
again.
My
hope,
too,
is
that
this
plan
will
help
streamline
the
vision
for
for
that
division.
L
Going
forward
homeless
strategy
led
by
Emily
ball,
fully
staffed
in
that
team.
Now,
because
that
was,
we
had
a
new
staff
member
that
was
approved
by
Council
last
fiscal
year
so,
but
that
team
is
now
fully
staffed.
It
also
includes
a
staff
member
paid
for
through
opioid
planning
money
from
Dogwood
Health
Trust.
L
So,
there's
a
lot
there's
a
lot
of
work
in
that
group
to
really
focus
on
our
Continuum
of
Care
and
so
again
with
the
work
that
the
National,
Alliance
and
homelessness
have
produced
for
the
city,
county
and
Dogwood,
really
our
region
region
to
really
help
formulate
how
how
that
group
functions
again.
Continuum
of
Care
used
to
be
under
Community
Development.
It's
really
breaking
that
out
and
giving
it
distinct.
Focus
really
allows
us
to
ensure
we
have
significant
resources
to
devote
to
that.
L
Then.
The
last
piece
is
our
Economic
Development
Group.
So
that's
where
we
find
our
business
inclusion
manager
so
we're
in
interviews
for
that
position.
Right
now,
our
real
estate
manager,
we
are
we've
had
a
retirement
out
of
that
position
so,
but
we're
hopefully
close
in
on
that
one
and
as
well
as
our
Economic
Development,
specialist,
Rachel
Taylor
and
our
Kayla
program
leader,
and
so
our
Kayla
program
leader,
has
now
taken
a
position
in
Charlotte
a
promotional
opportunity.
L
So
I
think
the
theme
with
our
team
is
that
we
have
great
staff
that
that
you
know
are
also
on
their
career
Journeys
right
who
are
taking
the
next
step,
and
so
Alex
Michener
ran
our
Kayla
program
for
three
years
and
so
she's
been
she's
actually
starting
her
new
job
today.
She
just
had
her
last
day
yesterday,
and
so
you
know
I
I
constantly
as
director
want
to
ensure
that
staff.
You
know
it's
it's
natural
that
you
know
people
are
wanting
to
grow
their
careers
and
I.
L
Think
the
the
city
of
Asheville
provides
a
bevy
of
amazing
projects
to
work
on,
so
I
can
only
imagine
how
your
resume
could
could
really
shine
when
you
think
about
all
the
different
opportunities
that
our
staff
has
to
stretch
and
grow
in
our
division.
At
the
same
time,
we
want
to
devote
to
our
work
and
ensure
that
we
have
good
management
of
our
of
our
of
our
work.
L
Other
thing
I
wanted
to
mention
that's
important
for
me-
is
just
proper
tools
for
staff,
so
I
am
happy
that,
after
a
long
a
long
waiting
time
we
are
now
and
Thana
alley
is
actually
managing.
This
project
is
developing
new
grants
management
software,
so
that
will
really
help
us
be
more
efficient,
so
again,
I'm
constantly
looking
at
how
we
improve
our
systems
and
so
we've
partnered
with
neighborly.
That
was
a
request
for
proposals
process
and
that
software
really
help
us
manage
our
cdbg
I.
L
Look
at
Andy
as
potentially
the
end
user
of
that
you
know
at
some
point
and
others
you
know
and
but
looking
at
how
we
utilize
a
software
to
improve
grants,
management
interface
with
our
application
processes,
so
we're
going
to
be
rolling
that
out
with
our
cdbg
and
home
first
and
then
moving
on
to
Housing,
Trust
Fund.
So
a
lot
going
on,
but
really
I'm
hopeful
that
we
that
we're
just
continuing
to
approve
and
improve
the
the
department,
I'll
told
so
happy
to
answer
any
questions,
we're
busy
but
we're
hanging
in
there.
So
thanks.
A
Okay,
so
that
moves
us
on
to
our
monthly
housing
data
and
unless
I
read
things
wrong.
The
the
data
that
was
in
our
packet
this
month
was
the
same
data,
as
was
in
our
packet
last
month.
So
I
don't
know
if
that
just
got
missed,
but
yeah
I.
A
Maybe
yeah
yeah,
so
that
is,
that
is
fine.
We
will
we
will,
as
we.
B
B
A
E
That
point,
the
biggest
the
biggest
takeout
like
I,
keep
getting
talking
about
housing.
You
know
like
housing
available
at
certain
prices.
Yeah,
it's
not
changing,
but
the
land
has
been
the
biggest
that's.
Why
I've
started,
including
this
land
report,
because
there
literally
is
like
not
on
the
MLS
right
now,
there's
not
a
building
lot
that
you
can
purchase
for
a
hundred
thousand
dollars
in
the
city
to
just
pull
the
building
permit
on
that's,
never
ever
ever
so
that
that
was
kind
of
the
you
know
why
that
way.
C
Also,
just
make
a
quick
note:
I
mean
I
I
yeah
I
looked
through
and
I
mean
one
interesting
Trend.
That
ice
is
a
lot
of
new
construction.
At
least
price
per
square
foot
is
actually
often
significantly
more
affordable
than
the
used
housing
market.
I
was
looking
at
70
Shiloh
Road
built
2016.
You
know
273
dollars
a
square
foot
for
a
three
bedroom.
Two
bath,
that's
370,
370
000
1300
square
feet.
C
You
look
at
25,
Ora
Street
built
1919,
two
bedroom,
two
bath,
375
871
square
feet,
so
it's
4,
30
a
square
foot,
so
very
often
I've
experienced
some
like
you
know
personally,
just
having
just
decided
to.
Instead
of
you
know,
looking
on
the
used
housing
market
as
I
call
it,
the
existing
housing
market
just
build
new.
So
that's
that
can
often
be
the
argument.
C
I
think
for
you
know,
I
mean
we're
always
looking
at
or
I
think
all
of
us
are
looking
at
the
overall
Supply
and
certainly
you
know
existing
naturally
affordable,
affordable
housing
is
great
but
oftentimes,
even
if
something
is
really
they're
old
or
in
need
of
a
lot
of
repairs.
Yeah
building
nuke,
and
sometimes
you
know,
get
you
to
a
cheaper
price
per
square
foot.
A
Well
and
Scott:
that's
something:
I
was
looking
at
some
Federal
Reserve
data
nationally,
looking
at
the
housing,
the
National
Housing
deficit,
that
we're
in
deficit
number
of
units,
and
one
of
the
conclusions
of
that
study
is
just
what
you're
saying
that
that
filtering
that
process,
where
older
housing
stock
becomes
more
affordable,
has
stopped
happening
in
areas
around
the
country
because
of
the
because
of
the
severe
deficit
in
in
Supply.
So
you
know
you
do
see.
You
do
see
those
older
properties
that
should
be
coming
down
in
value
and
creating
that
naturally
occurring
affordable
housing.
C
K
B
L
About
it,
this
was
part
of
our
land
use,
incentive,
Grant
right
so
looking
at
when
we
have
larger
apartment,
build
I.
Think
the
idea
as
an
example
would
be
that
when
a
larger
existing
apartment
building
was
purchased
changed
hands,
you
know
needed
Renovations
Etc
like
rather
than
seeing
those
rents
that
renovation
occur
and
the
rents
increase
like
being
able
to
use
a
land
use
incentive
Grant
to
convert
some
of
those
to
Affordable.
To
my
knowledge,
we
have
not
had
any
applicants
in
that
I
mean.
K
I,
don't
know
Maybe
just
some
volunteers
to
to
try
to
help
get
it
out
there,
so
that
it
is
something
that
I
mean.
There
certainly
are
a
lot
of
older
apartment
buildings
in
the
city
that
I'm
sure
need
Rehabilitation.
B
B
A
All
right,
so
a
couple
of
topics
for
us
to
be
thinking
about
as
we
wrap
up
today.
There
will
be
two
vacancies
on
ahac
in
September
and
those
openings
are
currently
posted.
So
if
you
know
folks
that
who's
voice
would
be
valuable
on
this
committee,
I
think
the
applications
are.
A
And
then
we'll,
probably
on
that
link
that
says
more
information
here
and
you
could
find
out
where
they're
actually
posted,
if
you
wanted
to
share
that
link
with
other
people,
so
the
other
we
have.
We've
talked
a
couple
of
times
about
the
time
of
this
meeting.
A
A
We
need
to
figure
out
a
good
way
to
get
information
from
all
of
you
about
schedules
that
us
mailing
I,
guess
each
other
that
in
something
that
would
yeah.
B
B
K
A
Able
to
be
here
and
not
running
off
to
other
things
and
that
all
of
us
are
able
to
attend
and
that
the
public
is
able
to
attend.
So.
F
I
will
say:
please,
please,
please
don't
base
it
on
me,
yeah,
because
my
ideal
situation,
which
is
one
that
it's
not
available,
would
be
this
meeting
time
but
remotely
so
I
understand
that
remote
isn't
an
option
so
I
had
an
opportunity
to
meet
with
you
all
and
I'm.
Looking
through
my
calendar,
it
was
very
difficult
to
find
a
day
where
I
had
I
had
three
hours
of
availability.
So
please
do
not
base
it
on
me.
F
I
will
say
that
for
my
schedule,
right
now,
Wednesdays
and
Fridays
are
not
options
and
then
everything
else
becomes
a
preference
like
on
Tuesdays
for
my
Council
days,
a
lot
of
the
that
time
isn't
available
and
then
the
day
before,
because
constituents
are
always
reaching
out
on
Mondays.
So
what
works
best
for
you
and
I
can
fit
in
I
wish.
We
could
do
find
a
way
to
do
some
type
of
hybrid
option,
but
I
know
that
isn't
available
from
a
technological
standpoint
at
this
time.
So.
F
It
is
what
it
is.
You
know
I'm
used
to
that.
So
this
isn't
the
only
instance
where,
between
this
and
my
day,
job
that
I
find
myself
doing
that,
like
I,
have
a
meeting
after
this.
So
when
I
get
in
the
car
I'm
going
to
call
in
then
when
I
get
back
to
my
office,
I'll
be
live
on
screen,
so
don't
base
it
on
me.
Okay,.
E
Thank
you.
It
was
just
for
your
for
the
open
seats
because
a
lot
of
times
we
kind
of
will
help
recruit
for
it.
Do
you
want
to
go
through
because,
generally,
when
we
have
open
seats,
we
kind
of
look
at
the.
What?
Because
our
committee
is
supposed
to
have
a
certain
makeup
and
then
usually,
we've
had
like
a
profit
small
development
developers.
I,
don't
know
if
you
want
to
kind
of
look
at
what
our
makeup
is
like,
and
you
can
do
that
next
meeting,
but
look
at
what
the
makeup
is
supposed
to
be.
K
A
So
Barry
rotates
off
into
one
a
little
rotates
off
so
small
developer
and
someone
working
in
Community
engagement,
Community,
Development.
C
Recruiting
you
can
get
everybody,
sorry
who
was
the
he
said
Barry
and
who
was
the
other
one?
Okay,.
E
And
well
then,
the
requirement
of
having
to
live
in
this
complicated
things
like
you
know,
because
it's
a
for
appointment,
you
have
to
live
in
the
city
once
you're
on
you
know,
like
emergency,
doesn't
live
in
the
city.
I,
don't
live
in
the
city.
You
know
it's
like
once
you're
on
it
changes,
but
but
for
appointment,
it's
something!
That's
looked
at.
You
have
to
be
a
city
resident
I,
don't
think
there's
any
some
committees
have
ways
that
will
allow
non-city
residents,
but
currently
ahac
doesn't
unless
there's
not
someone
suitable
who
applies.
L
As
far
as
I
understand,
it's
all
funneled
through
the
city
clerk
instead
of
those
States.
These
are
advertised
on
alerts
page
that
I'm
sure
here
and
then
are
given
to
city
council
and
then.
E
Goes
to
yeah
the
record,
usually
the.
If,
if
the
time
Cycles
through,
then
we
could
help
get
community
people
to
like
submit
applications.
All
the
applications
go
to
a
central
pool
and
that
all
the
applications
that
are
for
a
certain
round
and
for
the
past
year
are
all
are
all
considered
at
once
and
then
they
look
at
letters
will
review
them.
We'll
make
a
some
quarter
recommendation.
The
recommendation
goes
to
boards
and
committee
like
the
boards
and
committee
subcommittee.
They
then
either
recommend
or
override
whatever
our
recommendations
are,
and
then
that
goes
to
cancel.
M
A
Discussion
on
those
two
topics,
I'll
note
the
a
couple
of
events
that
are
listed
on
the
bottom
and
we
can.
B
A
All
right
hearing,
none
I,
will
take
a
motion
to
adjourn.